Influence of chief executive officer servant leadership on middle managers' voice behavior

2021 ◽  
Vol 49 (5) ◽  
pp. 1-13
Author(s):  
Chun Yang ◽  
Wensong Zhang ◽  
Shaoxue Wu ◽  
Daisy Mui Hung Kee ◽  
Pan Liu ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Middle Managers ◽  
Chief Executive ◽  
Positive Influence ◽  
Voice Behavior ◽  
Promotion Focus ◽  
Managerial Implications ◽  
Executive Officers

On the basis of social learning theory, we explored the mechanism through which chief executive officers' use of the servant leadership style affects middle managers' voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers' servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers' voice behavior through the mediator of middle managers' promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.

scholarly journals Empirical Evidence on CEO Reputation: Perspectives, Actions and Influence

2018 ◽  
Vol 13 (12) ◽  
pp. 215 ◽  
Author(s):  
Maria Giovanna Confetto ◽  
Francesca Conte ◽  
Claudia Covucci
Keyword(s):  
Leadership Style ◽  
Chief Executive Officers ◽  
Corporate Reputation ◽  
Theoretical Perspective ◽  
Chief Executive ◽  
Personal Brand ◽  
Managerial Implications ◽  
Executive Officers ◽  
Symbolic Image ◽  
Structured Questionnaire

The study aims to explore the theoretical perspective (ability or symbolic image perspective) that underlies the development of reputation of Chief Executive Officers (CEO), investigating the activities that contribute to create a leaders’ good name and exploring their view about the level of influence of their personal reputation on corporate reputation. Through a structured questionnaire, a web survey has been carried out addressing CEOs of large companies located in Italy. The respondents to the survey are 93 CEOs. The findings of the survey reveal that, according to executives’ view, CEO reputation reflects individual skills (ability perspective), in which the leadership style, credibility and charisma play a key role. Furthermore, results highlight executives are aware that their reputation are increasingly intertwined with the corporate reputation, but they do not believe that the construction of a personal brand is necessary to increase their reputation and, consequently, that of the company. The study sheds more light on the understanding of CEO’s reputation role in corporate reputation development, reinforcing the value of strategic leadership perspective. It contributes to the ongoing debate on CEO reputation and involves managerial implications, pointing out advantages and risks of linking CEO branding with company’s reputation.

Effect of chief executive officers as servant leaders on team project performance: A social learning perspective

2021 ◽  
Vol 49 (7) ◽  
pp. 1-13
Author(s):  
Tengqun Yu ◽  
Chun Yang ◽  
Xijing Zhang ◽  
Yuhuan Xia
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Project Performance ◽  
Team Process ◽  
Indirect Influence ◽  
Goal Clarity ◽  
Team Project ◽  
Executive Officers

This study explored the mechanism through which chief executive officers' (CEOs) servant leadership style affects team project performance. We established a multilevel mechanism through which servant leadership exerts an indirect influence on team performance via team goal clarity and team process clarity. Participants comprised 100 CEOs matched with 572 middle managers, working at intelligence intensive companies. Our results show that CEOs' servant leadership, through its effect on team goal clarity, team process clarity, and team knowledge creation, had an indirect influence on team project performance. Thus, leadership selection and training programs should be developed for CEOs, and top leaders should stimulate employees' understanding of team goals and work processes.

Reflecting or ruminating: listening to the regrets of life science leaders

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Helen Mary Meldrum
Keyword(s):  
Chief Executive Officers ◽  
Life Science ◽  
Negative Emotion ◽  
Chief Executive ◽  
Positive Influence ◽  
Lessons Learned ◽  
Business Leaders ◽  
Content Type ◽  
The Usa ◽  
Executive Officers

PurposeThe overwhelming frequency of failure in trying to bring a safe and effective biotech, pharmaceutical or medical device product to market is truly astounding. This research synthesizes industry leaders' insights on lessons learned from reflecting on professional disappointments.Design/methodology/approachThis research used a qualitative approach to learning from the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of the most successful life science firms in the USA. A total of 45 industry leaders were interviewed regarding their lingering regrets about their career misadventures.FindingsRegrets were unavoidable because there were opportunity costs for every choice each leader made. Commentary about wisdom gained comprised themes regarding valuable time lost, strategies that could have been enacted, products that failed and essential personnel who were not managed optimally. Contrary to expectations, there was little mention of money that was squandered.Originality/valueNot felt as a solely negative emotion, regrets were recognized by these leaders as a potentially positive influence on their future decisions. Not felt as a solely negative emotion, regret was recognized by these leaders as a potentially positive influence on their future decisions. This exploratory study suggests that learning from retrospective and anticipated regrets benefits life science leaders in gaining clarity of thought regarding their current business challenges. Because prior research on the value of psychological regrets has mostly relied on limited samples, this inquiry contributes a new vantage point by examining a unique population of senior business leaders, thus providing broader applicability to the organizational literature.

scholarly journals The relationship between chief executive officer compensation and the size and industry of South African state-owned enterprises

2019 ◽  
Vol 17 ◽  
Author(s):  
Mariette Coetzee ◽  
Magda L. Bezuidenhout
Keyword(s):  
Chief Executive Officers ◽  
Ceo Compensation ◽  
African State ◽  
Chief Executive ◽  
Annual Reports ◽  
Performance Contracts ◽  
Ceo Pay ◽  
Managerial Implications ◽  
Executive Officers ◽  
The Relationship

Orientation: Concerns about exorbitant executive compensation are making headlines, because executives receive lucrative packages despite state-owned enterprises (SOEs) performing poorly. It appears as if chief executive officers (CEOs) are not being held accountable for the performance of the SOEs.Research purpose: The purpose of the study was to determine whether the size and the industry of an SOE had an impact on CEO compensation packages.Motivation for the study: A greater understanding of the relationship between CEO remuneration and the size and type of industry of SOEs would assist with the standardisation of CEO remuneration and linking CEO pay to SOE performance.Research approach/design and method: A multiple regression analysis on a pooled dataset of 162 panel observations was conducted over a 9-year period. Financial data of 18 SOEs were extracted from the McGregor BFA database and the annual reports of SOEs.Main findings: The findings show that the size of an SOE does not influence the total compensation of CEOs. However, larger SOEs pay larger bonuses due to these SOEs being in a stronger financial position to offer lucrative bonuses. CEO’s remuneration was aligned within certain industries.Practical/managerial implications: The findings emphasise the need to link CEO compensation with SOE performance. Standardisation in setting CEO compensation and implementing performance contracts should be considered.Contribution/value-add: The study confirms that CEO pay is not linked to performance and not justified when considering SOE size or industry.

Passion in executive mentoring influences organizational innovativeness

2018 ◽  
Vol 46 (2) ◽  
pp. 219-231
Author(s):  
James Hatch Moore ◽  
Zhongming Wang
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Organizational Improvement ◽  
Organizational Innovativeness ◽  
Confirmatory Factor ◽  
Managerial Implications ◽  
Opposite View ◽  
Executive Officers ◽  
First Time

Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.

scholarly journals Supplier-initiated ingredient/component branding

2020 ◽  
Vol 35 (6) ◽  
pp. 1023-1035
Author(s):  
Abdullah M. Aljafari ◽  
Tom J. Brown
Keyword(s):  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Functional Differentiation ◽  
Positive Influence ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Content Type ◽  
Specific Order ◽  
Executive Officers

Purpose This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy. Design/methodology/approach A total of 5,254 manufacturing companies were screened to identify IC supplier firms that meet certain criteria. Survey data were collected from 77 top managers (Chief Executive Officers or Chief Marketing Officers) of IC supplier firms. The paper uses partial least squares structural equation modeling (PLS-SEM) and SPSS in analyzing data. Findings The results indicate that IC branding is a complex strategy – one involving a number of steps that need to be taken in a specific order. More specifically, results indicate that IC branding starts with EO exerting a positive influence on IC functional differentiation ability (FDA). FDA facilitates reputational differentiation ability (RDA), which in turn encourages the supplier to initiate IC branding. Originality/value This paper addresses an important gap by studying the process through, which suppliers initiate IC branding.

scholarly journals Empirical Investigation of Chief Executive Officers' Personal Brand

2018 ◽  
Vol 26 (2) ◽  
pp. 112-120
Author(s):  
Ildikó Takács ◽  
Veronika Takács ◽  
Anna Kondor
Keyword(s):  
Social Environment ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Empirical Investigation ◽  
Chief Executive ◽  
Organizational Studies ◽  
Personal Brand ◽  
The Social ◽  
Executive Officers ◽  
The Ideal

Leadership has been a topic of investigation in organizational studies for many years. Several researchers have investigated the ideal leader, and even more theories and models have been built around the concepts of leadership style, behavior, personality, performance, competences, skills and so on. However, studies of how these characteristics are combined as 'personal brands', and how they are perceived by the social environment are clearly lacking. The aim of the paper is therefore to identify the dimensions of CEOs' personal brand, in other words to investigate the aspects that apply to leaders’ social environment and to perceive and evaluate them. Using exploratory factor analysis on a Hungarian sample, three factors have been identified as the basis for CEOs' personal brand: competence, morality and humanity.

Implementation of CEO Servant Leadership

2021 ◽  
pp. 190-212
Author(s):  
SookYoung S. Yoon ◽  
Jeffrey J. Darville
Keyword(s):  
Servant Leadership ◽  
Organizational Climate ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Employee Morale ◽  
Corporate Scandals ◽  
Organizational Barriers ◽  
Executive Officers ◽  
The Impact

The purpose of this study was to investigate the impact that expressions of servant leadership (SL) have on perceived corporate outcomes, performance, and employee satisfaction. Linking symbolic interactionism and grounded theory, this research analyzed the descriptive, empirically-driven, and theoretical underpinnings of the implementation of servant leadership philosophy and value on chief executive officers (CEOs), as well as the organizational barriers associated with the implementation of SL in American for-profit organizations. This qualitative study found indications of a relationship between SL and a strong ethical organizational climate and culture, employee morale, empowerment, and commitment to organizational effectiveness. The interviews with CEOs formed a consensus among executives that SL provides long-term sustainability, boosts social responsibility, and encourages a global mindset. Additionally, a servant leader's approach to strategy mitigates corporate scandals, toxic work environments, and the risk of employee burnout.

Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses

2014 ◽  
Vol 59 (1) ◽  
pp. 34-72 ◽  
Author(s):  
Amy Y. Ou ◽  
Anne S. Tsui ◽  
Angelo J. Kinicki ◽  
David A. Waldman ◽  
Zhixing Xiao ◽  
...  
Keyword(s):  
Chief Executive Officers ◽  
Middle Managers ◽  
Top Management Team ◽  
Chief Executive ◽  
Management Team ◽  
Top Management ◽  
Executive Officers ◽  
Team Integration
Sign in / Sign up

Export Citation Format

Share Document